Cláudia Delgado

At HOLD, our legal onboarding was lengthy and required a lot of personal information. It did wonders for the serenity of our compliance team, but it intimidated new users. The activation rate was only 20%. Most of our user acquisition efforts were not converting into business results, and I had to find a way to stay compliant but not scare users away.

I proposed a tiered onboarding system. When the transacted amount is small, asking for a lot of information is unnecessary. As the transaction amount gets bigger, we block the app and ask for whatever is needed for that tier. Other flags can also bump the need for more information, like geolocation or political exposure. The compliance team got on board and helped me define all these rules. The design team helped me recreate the onboarding experience and refine it to be transparent and friendly. The engineering team helped me draw an iterative delivery plan to release the beginner tiers first and the advanced ones later when needed.

I couldn't be prouder of the results. The activation rate went from 20% to 80%. More users were trying to transact with HOLD, generating business revenue and hopefully falling in love with our product.

At NOTHS, the marketing team was frustrated with their CMS to create e-newsletters. It was taking too much of their time, and the resultant layout was not satisfactory. There were also similar complaints from NOTHS partners on the way to create their store pages. The company decided to create a new tailored CMS and called me to head that project.

I had to understand the pain points of the current CMS and why weren't potential existent replacements good enough to address them. I shadowed the newsletter team and acted as a concierge for some time. We ended up doing a CMS based on atomic design where themes could be set up to ensure design consistency. It was usable and used right from the first month and evolved during the next five months to be used by the newsletter team without any assistance.

With such an iterative process, we hit the nail right on the head regarding value and usability. We also tried to make it as versatile and flexible as possible. A success proof is that our CMS was chosen to replace the NOTHS partners' store CMS as well, and I led that adaptation. Later I heard they were studying the possibility of turning that internal tool into a monetizable product – it made me proud.